608 SE 6th Street, Suite 4, Fort Lauderdale, FL 33301 (954) 468-3636

Wednesday, March 30, 2011

Forensic Accountant Opportunity

We are currently working on an exciting high profile, out of state project. We are in need of a handful of eager, energetic and Excel specialist that are willing to partake in this endeaver. You will become a Forensic Accountant and work on loss of income calculations, business valuations and litigation accounting. The work schedule is challenging with 21 days on, then 7 days off, averaging 10 hours per day. All transportation and housing costs provided in addition to a $30 per day per diem. This is a great learning experience for those chosen. A Bachelors in Accounting is required as well as being a quick learner. This project will go on for several months and we are looking for qualified candidates as soon as possible.

Hourly rate of $20.00.
Email Resume to: JFarrick@KuninAssociates.com

Monday, March 28, 2011

Forensic Accountant- National Search

Forensic Accountant needed to work on a contract basis on an out-of-state litigation project. Must have experience in loss of income calculations, forensic accounting, business valuation or litigation accounting. Multiple month project. Transportation and lodging provided by company. Experienced professionals needed right away. Hourly Rate: $20.00 to $40.00 Email Resume to: JFarrick@KuninAssociates.com


Our client is a residential real estate owner/manager located in Broward County looking to hire a Bookkeeper/Controller. In this role you will handle all day to day accounting activity, as well as prepare weekly payroll among other administrative duties. The ideal candidate will have 5 yrs of experience. Company is growing rapidly.

Salary Range: $40,000 to $50,000
E-mail resume to: JFarrick@KuninAssociates.com

Wednesday, March 23, 2011

Farmworker Mommys Project- Mother's Day!



For donations please call 954.479.2220 or e-mail at dr.drippi@gmail.com
Together we can make a difference.

Overall, one quarter of farmworkers are women. Farmworker women "do nearly every kind of farm labor on every kind of farm. They routinely earn less money than men for doing the same work." Many face sexual harassment at work and are frequently isolated, living in remote rural areas, dependent upon their husbands or crew leaders for transportation.
Farmworker women and the wives of farmworkers enjoy few social and economic freedo...ms and face high unemployment. There is a lack of child care available, so they often bring their children to the fields with them.
Prolonged standing and bending, overexertion, dehydration, poor nutrition, and pesticide and chemical exposures contribute to an increased risk of spontaneous abortion, premature delivery, and fetal abnormalities. Moreover, low socioeconomic status, frequently young maternal age, and inadequate prenatal care contribute to an infant mortality rate among MSFWs that is twice the national average.


Sunscreen, body lotion, body soap, canned food, make up, tooth paste, Feminine pads, diapers for their children, strollers, baby carriers, or any personal higiene and baby products that will make their day-to-day lives easier. If you have items not listed here, please email us at Dr.drippi@gmail.com before donating. Contact us for pick up. We will be anmouncing drop off locations soon.


Motivation Begins With Simple Actions

Article taken from Bizactions.com

Motivating your employees to achieve superior results really isn't about contests, prizes, and slapping "motivational" posters on the wall. These things may help and they may even be important. But they're of no value at all unless employers, managers and supervisors are doing a few things consistently and well.

"It takes time to be a [good] manager," said Pamela Gilberd. It takes time to hire well, to be clear about what you expect from an employee, to provide training, to encourage, to thank, to listen, to help them learn from mistakes, to focus on the big picture and to make good leadership decisions.

Gilberd, whose first business experience came from running her own division of an outdoor furniture company, interviewed more than 125 highly successful women for her book "The Eleven Commandments of Wildly Successful Women." Although the book is about women and is directed to women, the management principles are universal. "Everyone wants to be accepted for who they are and allowed to be creative in their own way," said Gilberd. "Everyone also wants to be recognized and appreciated for what they do."

These are five basic actions for "wildly successful" leadership with employees:

1. Show Appreciation
Gilberd is a believer in showing appreciation. "When I first started out, I didn't know anything about business," she said. "But I found that whenever I sent a note thanking someone for their help or advice, they'd call back and offer more. I always say I built my business on thank-you notes."

Develop a habit of thanking and commending employees for their good efforts -- in writing. Said Gilberd, "It means more when you've taken the time to write. An employee can pin your note on the bulletin board and be encouraged again every time they read it."

2. Encourage Employees
Take time to encourage your employees in other ways. Gilberd told of a friend whose office staff was working on a tedious and difficult project. In the middle of it, she told them, "Everybody help face this and see it through, and when we're done... I'll take everybody out and we'll all buy shoes!" Gilberd said the friend carried through, taking her whole staff to a sale at Macy's, and buying every one of them a new pair of shoes. "That's kind of a female thing," Gilberd said, "but the concept of encouragement, any way you can, applies universally."

Gilberd said, "As a manager, you need to have the overview of what needs to be done, but then give employees the freedom to make it on their own. Employees who make the job their own will find more creative ways to handle things, have more pride in their work. Then they have to be recognized for it, and that's where the manager comes in."

3. Hire Well
"Let employees know when you hire them that you think they're bright, that you trust them," Gilberd continued. "Tell them what you expect of them, and that you want them to be creative and make the job their own. Too many managers hire somebody in their own image. We don't need clones, somebody just like us. We need somebody with a different perspective, different skills than ours, to round out the team, bring in new ideas."

"Be very careful whom you hire," she said. "If you're in a hurry, don't hire the next body that walks in the door breathing. Hire a temp instead, and then take the necessary time to find the right person for the job -- don't skip steps."

"Hire substance, not just form," Gilberd added. "Don't just hire for enthusiasm or somebody who loves your product. Someone who loves art or loves books may not work out in your art gallery or bookstore, because what they'll actually be doing is managing inventory, ordering, and waiting on customers, not looking at artwork or reading books."

"You owe it to your other employees not to hire or to keep a 'bad apple' in the bunch," said Gilberd. "Too often managers waste a great deal of time focusing on the little nagging problem or the few problem employees and taking their eyes off the big picture."

4. Communicate Clearly
Gilberd stressed communicating clearly about what you want employees to do. "One time I gave an employee some work to do and told her there wasn't a rush. To me that meant she could have it done by the end of the day rather than within the hour. To her that meant, well, maybe by the end of the month. She couldn't read my mind... it was my fault for not communicating clearly what I wanted done."

Communication is particularly important when delegating responsibility. "You must delegate," Gilbert observed. "You can't be expected to have the time or the know-how to do everything well. But know when to delegate, be careful what you delegate, and to whom you delegate."

5. Don't Be Afraid To Make Mistakes
"Keep in touch with an employee's progress when you've delegated something," Gilberd advised. "Have an open door for them. Not 'Oh, no, you again...' And you have to let it be OK if they make a mistake... not worry about losing their job."

"We learn more when we make mistakes," Gilbert added. "The thing is not to make the same mistake over and over. It's the same when you're making leadership decisions. In order to lead, to make decisions, you can't be afraid to risk making a wrong decision."

Accepting that mistakes are part of growing a business doesn't mean that you'll have a blameless atmosphere, Gilberd continued. Each employee also has to be willing to accept responsibility and then work to correct things, to learn from the mistake, and to not repeat it.

As a leader, "If you know who you are and why you're in the job you're in, you enjoy it, you're growing, you're acting creatively... you'll pass that along to your employees," Gilberd noted. "And if you foster an atmosphere of thanks and goodwill, those employees will be loyal."

Friday, March 18, 2011

How to Get an Employer’s Attention in 20 Seconds

Article taken from Careerealism.com
Jessica Holbrook Hernandez
February 7, 2011

I review a lot of resumes, and they often land in my mailbox with the exact same titles: resume.doc or resume.pdf. Can you say boring? Try these alternatives to stand out as an interesting candidate:

1. Your Name Resume.doc — This minimum level of personalization ensures your resume will remain attached to your application.

2. Your Name Resume December 2010.doc — While this is also fairly generic, it suggests your resume is constantly changing, requiring you to date each updated version.

3. Your Name, Job Title.doc — This title utilizes the power of suggestion to show the employer how nicely your name and the job title go together. For instance, “Jane Doe, Financial Project Manager.”

4. Your Name, Humorous Statement.doc — Don’t try this at home unless you work in a field where creativity is the name of the game. For example, “Joe Smith, Nebraska Hula Hoop Champion 2002.”

5. Your Name, Branding Statement.doc — Using a branded resume title is a powerful way to scream “read me!” For example, “John Grisham, Bestselling Crime Novelist”, or “Tiger Woods, Global Golf Champion.”

Remember, the hiring managers reading your resumes receive hundreds of applications for every position they post. Something as simple as a catchy document title can catch a hiring manager’s eye and leave them wanting to know more!

Monday, March 14, 2011

The Role Of The Recruitment Agency

Article taken from JobsJournal.com

A recruitment agency acts as a bridge between job seekers and their potential employers. Organizations outsource the functions of recruiting employees to recruitment agencies so as to focus on their core business.

A recruitment agency on the other hand specializes in finding and recruiting the best people for a job opening. Recruitment agencies may perform a small part of or a large proportion of the entire recruitment cycle. The tasks assigned to recruitment agencies may include advertising for a job opportunity, receiving the applications, short listing, conducting interviews, identifying the successful candidate and then forwarding them to the contracting organization's hiring team.

But apart from recruiting, a recruiting agency may also offer other services including payroll administration and training job seekers and employers on techniques to use when applying for jobs and short listing candidates respectively. The size of recruitment companies differs with some only servicing single neighborhoods to those with a global reach. The ones with a global reach will be preferred by organizations that also have a global reach thus allowing them to use one recruitment firm to handle all their hiring needs. The ones serving a small area can boast the benefit of having a deeper understanding of the local job market.

After being engaged by a client, a recruitment agency will advertise for an open position using the most appropriate channels whether it be through a newspaper ad, an advertisement in a professional magazine or through the internet job boards or on their own site. The agency can also opt to use applications they already have in their existing resume bank where the skills match the job.

One of the key characteristics of established recruiting agencies is head hunting. Instead of waiting for prople to apply, the agency will scour the market for people who have the potential to fill the role. They will then approach the person and make them an offer. Once a candidate confirms their interest, the recruitment agency will on behalf of their client negotiate salary and benefits that would be required to make the person switch jobs. Head hunting is a particularly appropriate agency recruitment technique when recruiting for senior management and top executive positions. Depending on the agency recruitment model used, the agency may also incorporate psychometric tests make sure the persons shortlisted is appropriate for the job.

As far as actual interviews go, the style used will differ based on the needs of each client. A common practice is to have the recruiting agency perform a first level interview for the person's with impressive resumes. The second level interviews for the remaining candidates are then conducted by the agency as well as representatives from the employer. The third level interview where applicable and especially for senior executive positions, may be conducted by the client alone. There are of course many variations to this model ranging from the recruitment agent doing all the interviews to the client handling all the interviews.

After the interviews and the final identification of the person who is the best fit, the hiring process is then invoked. The hiring process will usually be handled almost exclusively by the employer but there are times where even this paperwork is left to the agency to manage. The agency will usually be expected to do this when hiring temporary or contract staff.

So how do the recruitment agencies make their money? The conventional model is to charge the employer. Depending on the level of engagement, frequency of hiring and number of people being hired on average, the agency recruitment fee may either be a fixed standing charge paid per month or quarter or could be tied to each successfully recruited employee. Companies that have heavy recruitment need hiring many employees prefer paying a flat rate while those that only recruit once in a while will opt for paying a fee only when they need to hire.

Visit us at www.kuninassociates.com and subscribe to receive directly to your e-mail address our twice a month newsletter with interesting articles and the hottest job opportunities as well as the best candidates!

Wednesday, March 9, 2011

Bilingual Sr. Analyst

South Florida Travel and Hospitality company is in need of a Bilingual Senior Tax Analyst. In this role you will be responsible for reviewing workpaper documentation in support of the Federal tax return as well as maintaining information required for FIN 48 and SFAS 109. Position reports to the head of the tax department. Qualified Candidate will have 3+ years of public accounting experience, BS in accounting and be fluent in Spanish. CPA or Masters in Tax preferred, but not necessary.

Salary Range: $50,000 to $60,000
Email Resume to: JFarrick@KuninAssociates.com

Friday, March 4, 2011

Audit Senior

Our client is a Boca Raton accounting firm with a diverse client base and is looking to hire an Auditor for their growing and expanding office. This position will be responsible to ensure all areas of an audit assignment are fully completed in an accurate and timely manner. Must have a thorough knowledge of auditing across a variety of industries and have experience with both small and mid-sized company audits with 2-5 years progressive experience. Great opportunity in a profitable firm.

Salary Range: $60,000 to $75,000
Email Resume to: JFarrick@KuninAssociates.com

Essentials for Reaching Out to Strangers on LinkedIn

Article taken from Careerealism.com
Joshua Waldman
February 23, 2011

Last week, I received an info interview request from a total stranger as a direct message on LinkedIn. And despite my very busy schedule, I decided to take his call. Over the weekend, I asked myself, “Why did I agree?”
Let’s take his e-mail apart and put it into 4 essential elements so you can use them in your own LinkedIn networking communications.

First, here’s the e-mail I got over LinkedIn from J.:

Hi Joshua,

I noticed we are both connected to M. F. – how do you know M.? I first met her at J.P., and she actually photographed my wedding. Small world.

I wanted to touch base with you because I saw an open position at J.R. I thought would be a great fit for me. I’m located in Portland now, and do social media strategy for a digital marketing agency here in town.

It’s a fun role, but you know how agencies are – fingers in a lot of different businesses, but no ability to truly own a marketing program. It looks like I would be able to do that with the Marketing Communications Manager role that is posted.

Would you mind if I called you some time this week to hear about your experience at J.R. and your perspective on the marketing organization there? I’d really appreciate it.

1. Lead with something in common

My interviewee, J., began his e-mail by pointing out our mutual friend M.F., and although I know M.F. from my sister’s college days, what really got my attention was M.F. was the photographer at her wedding.

Now, with LinkedIn, there is a danger the first degree connection isn’t really a close friend. I went through an Open Networking phase and about 100 people in my LinkedIn network are complete strangers to me.

So don’t assume just because they’re connected, they know each other.

J. took a calculated risk. However, he mitigates that risk by further sharing a personal tid-bit…he’s married. And as another recently married guy, I can very much relate to his situation. (i.e. He has my sympathy.)

2. Get to the point, fast

J. wastes no time for BS or apologies. He’s writing to me because he saw an open position at a company I have a relationship with and thinks he’d be a fit.

Notice he says, “I saw an open position.” He doesn’t assume I know anything about this position. In fact, it was news to me. And so I can infer he’s not assuming I’m any kind of decision maker. I know this is going to be a purely informational interview.

Furthermore, he concludes the e-mail by re-affirming that he’s just looking to hear about my experience with J.R., the company and my perspective on their marketing organization.

My guard goes down because I know he’s not going to put me on the spot or ask me for more than just my opinion.

3. What makes him qualified?

Without bragging, J. makes it clear that he’s a serious candidate, not one of those job fisherman.

He tells me he already works at an agency. And that even though he enjoys the agency, he’s looking for more. He wants to “truly own a marketing program.”

It might occur to me, after all, that if he already has a job, why is he looking to make a change? That concern is assuaged.

4. What do you want from me?

He concludes his e-mail with, “Would you mind if I called you sometime this week…” meaning, I won’t have to do anything except wait for a phone call and talk to him. Sounds easy.

I would have even mentioned the exact amount of time such a conversation would have taken, “Would you mind if I called you this week for just 10 or 15 minutes?”

Other observations

You may have also noticed…

  • The e-mail was VERY short. It took me less than 30 seconds to read it.

  • He named the position he was after by name, he did his research and I know he won’t waste my time

  • He is sensitive to and grateful for my time, “I would really appreciate it…”

  • The next time you are reaching out to someone new over LinkedIn, consider bringing in one or more of these elements to your message. I’m sure it will make a big difference in your response rate.

Wednesday, March 2, 2011

Accounting Manager

Growing Real Estate Company is looking to hire an accounting manager. Ideal candidate will have experience with property and corporate accounting, exposure to Yardi, and a Bachelors Degree in Accounting. Position’s main responsibility will be supervising the monthly close, handling account analysis and helping to create policies and procedure to make the accounting function more efficient.
Great opportunity for someone looking for growth and stability, company is well capitalized.

Salary Range: $60,000 to $70,000
Email Resume to: JFarrick@KuninAssociates.com